Gender Gap in Leadership: Gender Diversity Powell and Graves’s study shows that “the gender gap in leadership is a global phenomenon whereby women are disproportionately concentrated in lower-level and lower-authority leader ship positions compared to men” (as cited in Northouse, 2016, p. 399). I couldn’t have agreed more with the statement; I have come across all of people from different aspects of lives. I have noticed that females’ interactions and how they are perceived and or accepted are quite different from males, whether at the workplace, school, in social gathering like religious services, around families and friends, etc. This includes the communication, uncertainty that arises in a professional environment that must do with our …show more content…
402). Our gender differences and leadership styles can work in our favor and against us; I think it is contradicting, in the way we send mixed messages, while a lot of people, especially in the modernized Western world do accept a female to control the household and does it well, yet; at the workplace females are perceived as being too emotionally consumed to get a task completed. By nature, and nurture, each gender in most cases acts differently; this could be because of our biological hormones and way each gender is raised, apparently, it is not so nowadays. The problem is should we keep letting it slide by being bias or is there something that can be done to encourage and promote gender equality and respect for one another that goes beyond the responsibilities society requires of each …show more content…
15). I couldn’t have said this better myself; I do not see why a male and a female have the same level of educational degrees and work experience should be treated differently because of natural physical attributes and gender identity. Shah (2015), argues that “in the present competitive world, though amplified workload and working hours are experienced by both men and women, in this study women were found to experience more workload and work schedule issues in comparison to men” (p. 14). Kanter said “Not only are the decision makers influenced by the stereo types that disadvantage women in the leadership role, but also they may succumb to homosocial reproduction, a tendency for a group to reproduce itself in its own image” (as cited in Northouse, 2016, p. 405). Females are pioneers, multitasking is one of their many great qualities, even under pressure, “studies shown that women experience more role stress than men” (Shah, 2015, p. 14). Yes, it is clear to see that some jobs require men specialty because of their physical attributes such as strength; it is an approving and desirable qualities; however, when it a leadership styles and skills is in the environment that in mainly about ideas, human skills, communication and anything outside busting a muscle or
In the American society, we constantly hear people make sure they say that a chief executive officer, a racecar driver, or an astronaut is female when they are so because that is not deemed as stereotypically standard. Sheryl Sandberg is the, dare I say it, female chief operating officer of Facebook while Mark Zuckerberg is the chief executive officer. Notice that the word “female” sounds much more natural in front of an executive position, but you would typically not add male in front of an executive position because it is just implied. The fact that most of America and the world makes this distinction shows that there are too few women leaders. In Sheryl Sandberg’s book “Lean In,” she explains why that is and what can be done to change that by discussing women, work, and the will to lead.
Plato once said “If women are expected to do the same work as men, we must teach them the same things” (Ferrari & Griffth, 2000). However, in today’s world women are more educated than men, bigger risk takers, and more adaptable to our modern socioeconomic trends. Yet women in the workforce still face daily struggles in acceptance. In this essay we will explore gender in the workforce, the changing nature of that workforce, gender inequalities and what measures are being taken in correcting and modelling a new working environment. We will see that more than often women are faced with the choice of maternal instincts over career options. Moreover we will see that when faced with this choice and electing the career path, women will face obstacles including bias and traditional roles.
Gender differences are influences on gender behavior in the way that one must fit through the assumptions and inevitable confusion to distinguish the reality of the assumption. Men and women are obviously different inherently, but not in what they can and cannot do. Men and women are different and have different roles because this is society presented them to the world. Women have the most difficulty getting through these complicated times. There should be equality among all men and women of all races and ethnicity. This is a never-ending issue. We as a society should always know and act on the importance of gender roles, gender equality, and challenges with education in developed and developing countries.
For many years, it has been apparent that men and women are treated unequally in the work field. Men are commonly seen to be chosen over a women for promotions and job hiring; nonetheless, it has been said that women and men both bring different characteristics to the workplace that are great for business when combined. Not only women believe this inequality is unfair, but there has also been men to say this as well.
When you think of a CEO of a company or of world political leaders, do you think of a man or of a woman? Many, if not most of us, see these positions as being held by men. In this essay, I will explain why women are still not equal to men. In the first paragraph I will discuss inequalities that happen in the workplace. The second section will show the differences that occur within the athletic world. Thirdly, I will explain the differences in education and home life. Even though we are approaching the twenty-first century, women in our society are still not equal to men.
Wilson, Marie C. Closing the Leadership Gap Why Women Can and Must Help Run the World. New York: Viking Adult, 2004. Print
The competition of who is a better leader is still on the run. There is no doubt that there is change in the leadership styles and skills of men and women. Men by birth are considered to be more powerful in terms of
The concept of gender in relation to the division of labor in the workplace, and in relation to issues of power and control is an unfortunate, groundless stereotype. Suzanne Tallichet notes that the gendered division of workplace labor is rooted in flawed ideology of innate sex differences in traits and abilities, and operates through various control mechanisms. (Tallichet 1995: 698) These control mechanisms are primarily exercised by men over women and serve to exaggerate differences between the sexes, especially surrounding women’s presumed incapability for doing male identified work.
Through qualitative and interview research she concludes "lack of role models and mentors, male-centric attitudes about what constitutes leadership, and family responsibilities that tend to fall most heavily on women." She even attempts to generalize across all women professions, which you cannot do nor draw conclusions from these types of researches. Nevertheless, furnished opinions do not foster cause and effect even though a propensity
Interest in the impact of gender on leadership is relatively new. The first studies were conducted in the US in the early 1970s when male managers at nine insurance companies were asked to characterise ‘women in general’, ‘men in general’ and ‘successful managers’. Successful managers were overwhelmingly identified exclusively with male traits. Many similar studies have been carried out since that time and all have demonstrated that the successful managerial stereotype remains male.
...d women’s biological purpose has provided men a source of comparative advantage in work. It is, therefore, natural for most companies to think that women cannot be as capable as men in terms of assuming strenuous or challenging positions because women, by default, become less participative and more vulnerable when they start to have family and children. Apparently, this situation has led to various gender discriminations in the labor market.
Women, on the other hand, are difficult to classify as a good leaders because in order to be a leader, we often need to sacrifice our femininity. This belief...
When we think about how it used to be 100 years ago, the only people in leadership roles where men, and there was no presence of women. Why is it that we tend to see more men in leadership positions? Usually when we think of what a leader looks like, we tend to describe them as powerful, assertive and confidence. Because of stereotypes our society immediately labels this person as a man, due to the roles that we are expected to follow. Today, there has been a huge shift for women in leadership positions; however, there are many challenges that they still have to overcome. A process whereby an individual influences a group of individuals to achieve a common goal (Northouse, 2007) defines a leader. Moreover, leaders come in different forms whether in a professional, educational, or group setting. As a male college student and an advocate for equal rights between men and women, my understanding of the struggles that women face has a huge impact on my philosophy of leadership. The three most important concepts in this course that has resonated with me the most are double bind, and think manager-think male and glass ceiling.
The influence of traditional male stereotypes have on the perpetuation of gender inequality. Women were often taken for granted and not as capable as men before the late 19th century. The word of gender equality reveals the fundamental problem when it is deconstructed in isolation. Gender is a system based on the difference between individuals. However, it will never be transformed into an equivalent situation. The stereotyping of male as masculinities, handsome, rich and more. Sex and gender are the classifications for differentiating between men and women. The female graduates regard success as masculine and political in a male-dominated field. (Davey,2008) Therefore, if women want to be successful in the male-dominated atmosphere, women have to behave in other ways that are unusual to them. (Chovwen, 2007) There are more and more women taking the roles of a leader in the workplace, especially in male-dominated industries like the technology sector. Women have been paying more attention to the harassment in the workplace, language surveillance, and other forms of discrimination women have faced in their career. (Thedevelopmentreview, n,d) One of the most outstanding leaders of the second wave feminist movement, Gloria Steinem said that only in women is success viewed as a barrier to giving advice. (Steinem, n.d) Women have to adopt male characteristics and
Researches that support no gender differences in leadership skills, says female and male leaders lack internal validity as they are often over-reliant on narrative reviews or case studies (Bartol & Martin, 1986; Bass, 1981, 1990). Kanter (1977) argues that men nor women are different in the way they lead, instead adapts his/her leadership style to their situation and conforms to what is expected of them in the role given, ignoring their gender’s influence on their leadership style. However, researchers agree that gender differences in leadership styles do exist and that men often use a more task-oriented approach, while women, on average, rely on leadership style heavily based on quality of interpersonal relationships (Eagly & Johnson, 1990; Gray, 1992; Eagly, 1987; Eagly & Karau, 2002). Female leaders have also been described as taking a more “take care” leadership approach compared to the males’ “take charge” approach (Martell & DeSmet, 2001; Yukl, 1994; Hater & Bass, 1998). Researchers have also found that women tend to emerge as more transformational leaders while men are likely to use a transitional leadership approach (Bass & Avolio, 1994; Rosener,